Long before Huda Al Hadhrami began working across sectors or leading teams at VFS Global in the UAE, one of her first lessons in empowerment came from home. Her grandmother had no formal education, raised five children and made products to sell from home at a time when women had fewer work opportunities.
For Al Hadhrami, now Head of Empowerment & Inclusion – UAE at VFS Global, that example continues to shape the way she thinks about leadership.
“My passion for empowering others comes from one of the strongest women I know: my late grandmother, who raised five of us and remains one of my greatest role models,” she said
Her grandmother, she added, remained focused on the growth of the family and encouraged them to believe in what they could achieve. “Her courage, resilience, and determination showed us that we should never let circumstances define our potential.”
Al Hadhrami carried that lesson into university, where she worked while studying, an experience she says pushed her to test what she could do. Today, the same principle sits behind her approach to coaching.
“I am passionate about helping others unlock their potential, not by giving them answers, but by helping them find their own,” she said. That personal history also frames what Emirati Women’s Day means to her.
“Women’s Day is a celebration of how far Emirati women have come and the role they continue to play in shaping the UAE’s future,” Al Hadhrami said. “For me, it is a moment of pride and gratitude for the opportunities we have been given, and a reminder to use those opportunities to make a meaningful impact.”
Leadership across cultures and generations
Al Hadhrami’s leadership philosophy has developed through work with people from different nationalities, generations and sectors. Being an Emirati woman, she said, has taught her to pursue ambition while remaining connected to the values she grew up with. Her approach combines empathy, inclusion, accountability and people development.
“I believe leadership is not defined only by the position we hold, but by our ability to create opportunities, build capability, and leave people and organisations stronger than we found them,” she said. Working in a workplace made up of different cultures added another layer to that approach.
At VFS Global, Al Hadhrami’s team introduced cultural awareness sessions covering the UAE’s history, traditions, values and social customs. The aim is to help colleagues understand the country in which they work and support collaboration among employees from different backgrounds.
The experience of leading people from different generations and nationalities has also taught her that the same communication style will not work for everyone. “ What resonates with one person may not resonate with another,” she said.
“Effective leadership requires listening, understanding different perspectives, and adapting your approach while remaining authentic to your values. This balance of cultural pride, empathy, and adaptability continues to guide how I lead and how I contribute to building inclusive and high-performing teams.”
A move that changed her view of national development
Al Hadhrami’s career has included moves between sectors and roles. Each transition meant entering another environment, learning again and establishing credibility. She said those changes taught her to accept change, continue learning and remain open to perspectives she had not considered.
“Effective leadership is not about having all the answers, but about remaining open to new perspectives and opportunities,” she said.
One of those turning points came before she joined VFS Global. Al Hadhrami met the company’s Founder & CEO and heard his vision for developing UAE nationals and creating opportunities for them in the UAE and abroad.
Until then, much of her career had been spent in government entities, where the development of UAE nationals formed part of the institutional culture. Hearing the same commitment from a private-sector leader who was not a UAE national changed some of her assumptions about where national development work could take place.
“That conversation challenged some of my assumptions about where meaningful national development initiatives can come from and strengthened my conviction that leadership is driven by purpose, not by sector or nationality. It reaffirmed the importance of working with organisations whose values align with my own and showed me how visionary leadership can inspire people to contribute to something larger than themselves,” she said.
It also reinforced the value she places on working for organisations whose values align with her own. For Al Hadhrami, the conversation showed that leadership can prompt people to contribute beyond the limits of a role, sector or nationality.
From national policy to workplace opportunity
Al Hadhrami places the progress of Emirati women within a wider framework of UAE policy. She said the country’s leadership has created opportunities through education, talent development, entrepreneurship and Emiratisation, giving women routes into sectors across the economy.
“The UAE’s leadership has played a transformative role in creating opportunities for Emirati women, establishing an environment where women are encouraged not only to participate in the workforce but also to lead and influence,” she said, pointing to the National Policy for Empowerment of Emirati Women 2023-2031 and the UAE Gender Balance Council as measures supporting women’s participation in leadership and decision-making.
Nafis, she said, has also helped Emirati women enter and progress in the private sector. For Al Hadhrami, those policies create opportunity, but responsibility rests with the people receiving it. “It is our duty to make the most of it,” she said, adding that progress is visible in the workplace, she added.
At VFS Global, Emirati women work across AI, Operations, HR and Administration, while Al Hadhrami leads initiatives aimed at recruiting and developing UAE national women.
She said their work shows the contribution women make across business functions and the role different perspectives play within an organisation. The next step, in her view, is to increase women’s leadership in sectors that are developing, expand their presence outside the UAE and continue preparing women who will follow them into the workforce.
Building a pipeline through training and exposure
Al Hadhrami’s work on empowerment is centred on what happens after potential is identified. “I believe empowering the next generation of Emirati women starts with turning potential into opportunity,” she said, adding her career has included work in learning, coaching, mentoring, succession planning and career development.
“Throughout my career, I have focused on developing people through learning, coaching, mentoring, succession planning, and career development initiatives. I encourage young Emirati women to recognise their strengths, continuously build their capabilities, embrace challenging assignments, and take ownership of their professional growth. As a leader, my responsibility is to create an environment where talent can thrive and where ambition is supported with the right opportunities and guidance,” she said.
At VFS Global, this has included work with the Learning & Organisational Development team to introduce training and certification programmes in AI, Project Management and Health & Safety. The courses are aligned with employees’ career aims and development needs.
Employees have also been offered language courses to prepare them for work and engagement across markets. The development work goes beyond the company.
VFS Global has worked with government entities to deliver cultural and development programmes open to the wider community, according to Al Hadhrami.
“By investing in learning, exposure, and personal growth, we can help more Emirati women build the confidence, skills, and leadership capabilities needed to succeed and inspire future generations,” she said.
‘Never allow a job title to define the limits of your potential’
When Al Hadhrami speaks to women who want to lead, her message begins with development rather than promotion.
“Invest in yourself continuously. Build your knowledge, strengthen your skills, and seek experiences that challenge and expand your perspective. Never allow a job title to define the limits of your potential,” she said.
She sees leadership as something built before a person reaches a senior post. “Leadership is not simply about reaching a senior position; it is about building capability, credibility, and confidence to create meaningful impact,” she said.
That involves accepting opportunities that require more from a person, moving beyond familiar work and learning from outcomes that go both as planned and otherwise. Al Hadhrami also places emphasis on relationships.
Her career, she said, has brought lessons from people across industries, institutions and generations. “Seek mentors, exchange knowledge, and surround yourself with people who broaden your thinking and encourage you to grow,” she said, adding the UAE “has created exceptional opportunities for Emirati women, but it is our responsibility to make the most of them,” she said.
“Stay curious, remain ambitious, and focus not only on the position you want to reach, but on the knowledge, experience, and value you want to bring when you get there,” she concluded.
